THE MODERN CEMETERY. 
9 
How a Superintendent Can Advance the Welfare 
of His Cemetery. 
Editor Modern Cemetery : 
You have asked me to give thought to what I consider two 
very intricate questions, viz. : "how can a superintendent ad- 
vance the interests of a cemetery ? ” and " Does the welfare of a 
cemetery depend upon the superintendent ? ” 
There is such a dissimilarity between cemeteries that to an- 
swer these questions intelligently and have them satisfactory to 
the person who suggested them is somewhat difficult. 
It is regretable that many superintendents do not take that 
hearty interest in the advancement of their cemeteries that the 
position demands. Of course there are numerous worthy exam- 
ples, superintendents whose loyalty and devotion to the best inter- 
ests of their charge are given without stint, their best time and 
thought being always at the disposal of the trustees, for the best 
good of their places. 
To advance the interests of a cemetery the superintendent 
must have the most cordial support of his trustees, they must har- 
monize; and this leads me to say that while I know some trustees 
are totally unfit for the position they hold as such, the superin- 
tendent must respect their opinions and give them due thought 
and consideration; if they are wrong they will not get right by the 
superintendent hitting them all the time, and who knows but the 
superintendent may be off a little himself. I know of a superin- 
tendent whose experience will be of interest in this connection. 
He has been the subject of the most radical changes that could be 
brought about. The trustees did not set themselves up as knowing 
more than he did about the working of the grounds or the ar- 
rangement of the labor, but they did not approve of the unbusi- 
nesslike manner in which the office work and some of the depart- 
ments were managed, and which had been in operation many 
years; they were determined that a better system "should be 
adopted. Well, that superintendent needed pity at that time, and 
did he not swallow some bitter pills! but, my brother, listen again, 
who were these trustees that were doing all this? Were they men 
who held only ordinary positions in life, and never handled any- 
thing more than a small weekly stipend? No, they were gentle- 
men that were all managing large and successful business interests 
themselves; and why should not the same methods that made 
them successful be applied to the business interests of the ceme- 
tery, and work equally as well? The new methods were applied, 
faithfully, and with a firm determination that success must follow. 
The superintendent was given to understand that he, and he alone, 
must manage and be held solely responsible for everything that 
took place, select his own men without any interference from any 
one. All instructions came from the superintendent, the foremen 
in all departments looked to him for their orders, and he (the 
superintendent) receiving his instructions from the trustees, to 
whom he was expected at all times, especially at the stated meet- 
ings, to give an intelligent account of all his doings. Now, I hear 
some saying that is bringing things down pretty fine; so it is, but 
it is the better plan. Why? Because your willingness to co- 
operate with those whom the proprietors have placed in charge of 
your cemetery to see that they are faithfully dealt with, is proof 
that you are on the alert to fill your position to their best interests. 
The confidence of that board of trustees in their superintendent 
has no limit, and the respect he has for them is unbounded, while 
they give ample proof of their confidence in him by the magnan- 
imity of their interest in his comfort and welfare. Now, my 
brother, have I succeeded in showing you the starting point in 
which a superintendent can advance the interests of a cemetery. 
The trustees and the superintendent must have unbounded confi- 
dence in each other. Am I right? 
My next point is that the superintendent must make the 
wants of the proprietors and those who are constantly becoming 
such, the chief object of his thought; he must remember that 
death brings everyone in contact with him; he must be a sympa- 
thetic man, and for the time being enter as fully into their sorrows 
as possible. My brother, don't be impatient if a bleeding heart 
keeps you a little while when you are in a hurry, telling you what 
is to them the greatest loss that ever was, never fail to say a kind 
word, remembering that we, too, if not already, cannot tell how 
soon we may need sympathy in the same way, but, never forget- 
ting that kind words never die. Would you advance the interests 
of your cemetery, then get the sympathy and good will of the pro- 
prietors; you can have it, and give them yours in return. Again, 
the superintendent should be a man that in studying the interests 
of his place, should go to other places, confer with other superin- 
tendents, exchange ideas, and modes of work, and go at his own 
work with the expectation that he has a lifelong situation. He 
may not be able to adopt what others do as a whole, but their 
ideas should set him to thinking, which will greatly aid him in 
working out plans that he can adapt to his place vastly better 
than he could if he did not do anything but stop at home. I am 
inclined to say (parenthetically perhaps) that he should join the 
A. A. C. Supts. ; yes, and subscribe for the Modern Cemetery, 
which will aid any progressive superintendent. What else? Read 
all books that will help, landscape especially, make himself ac- 
quainted with the trees shrubs and flowers of his locality, find 
out what will do best suited to his place, and in so doing he will 
not only be interested, but find it of great profit to be familiar 
with these things In such a way a superintendent can advance 
the interests of his cemetery. Try it. 
In replying to the second question. Does the welfare of a 
cemetery depend upon the Superintendent? the answer depends 
upon the intent of the question, — if it means upon a financial re- 
turn, I say. No, for the reason that the superintendent is not the 
financial head, do not adopt the prices. I know more than one 
cemetery where, for instance, the price paid for lots is ridiculously 
low; I also know we all can’t be a Greenwood, a Spring Grove, or 
a Mt. Auburn, but as a matter of business, why should not the 
work done in the cemetery command a sufficient revenue to pay 
for itself, the same as any other business? There are a few cem- 
eteries belonging to cities in various localities that sustain them- 
selves, there are others that receive some revenue from the city 
treasuries to help pay expenses (which in some cases include use- 
less officials who must have a place), others are run as stock com- 
panies and made to pay good dividends, and are usually on a lib- 
eral basis, others on the mutual plan, where there are no dividends 
and where the trustees receive no compensation. I do not see how 
a superintendent can be held responsible for the financial welfare 
of a cemetery under any of these conditions, unless it be the mu- 
tual plan, and then he cannot control the appropriations of the 
trustees, but where good prices are obtained and no one is looking 
for dividends or where the citizens expect lots at the lowest possi- 
ble prices and relies upon the city to make an annual appropria- 
tion equal to the deficiency, I can see where the superintendent 
has a measure of responsibility. The financial management 
might be discussed at great length, though any further allusion 
here seems uncalled for, but I must say in this connection, where 
a reasonable amount of labor is allowed, the superintendent is of 
course responsible for a fair return. 
The other view is this, I fear too many (not all) are in the 
habit of doing to a great extent as others do. This will not an- 
swer; you cannot run in each other’s rut successfully. True, 
there are some few things which we can all adopt in common, 
which I am sure will readily suggest themselves. I could mention 
other points and make my ideas clear from observation and past 
experience, but personality not being allowed and very wisely, too, 
I know of no pen, except that of the rambler, perhaps, that would 
dare to expose a feature which some superintendents are obliged 
to endure, which they know is not practical, but being subordinates 
must comply with higher authority, while their own interests de- 
mand silence. 
Again, if you, Mr. Superintendent, are in a progressive place — 
and why should you not be — no matter how small, you must ad- 
vance with the people you serve, especially in the laying out of 
lots and care of the grounds, you must be prepared to advise the 
proprietors in such advanced ideas, that you will be able to mould 
their ideas and plans to the best advantage. If you do not keep 
well posted yourself, how can you lead others to be fully up to all 
advanced ideas of improvements in the care of their lots and you 
yourself in the welfare of the place? 
So I conclude that, in a measure at least, the welfare of the 
cemetery does depend upon the superintendent, and if you have the 
interest of the place at heart you would not want it any other way. 
To be successful you must give it your first and best considera- 
tion, and be assured it will be appreciated, for there is great re- 
ward in conscientious faithful service. .. ■■ 
